Internal Communications and the Delicate Balance of Return to Office Mandates
The pandemic has fundamentally changed the working world. For many workers, the dramatic shift to working from home was celebrated. Those who were able to make the transition permanent saw an increase in quality of life, productivity, work-life balance, and a reduction in stressors, like commuting stress, work related costs, and the ability to care for children without missing work, as well as giving them the option to work from almost anywhere in the world.
Businesses also experienced benefits, but some employers have been pushing for a return to office, citing reasons such as the work necessitates in-person interaction, they prefer that managers be able to monitor employee work, business/cost reasons, etc. A recent Gartner study revealed that 63% of HR leaders report an increase in expectations for employees to return to the office.
For employers and employees who don’t see eye to eye on return to office (RTO), the topic has become divisive and inflammatory, causing pushback and severe reactions from both sides.
For leaders considering implementing a RTO policy, there should be an aim of getting all parties as close to an understanding as possible before any policy is put into place. Leaders will need to have a solid rationale and well thought out communications strategy in place well before finalizing any plans.
The below steps will provide insights into how to develop a strategic return to office plan that includes stakeholder feedback, brings a human-centric approach, implements successful and effective communications, has processes in place to manage issues, and highlights the importance of remaining adaptive and responsive throughout the process.
See Employees as Stakeholders
Treat employees as valued stakeholders in any return-to-office decision. Opening a dialogue early on will increase employee understanding and help mitigate backlash. It’s important to understand employees have individual needs and preferences, meaning that a one-size-fits-all approach may not be effective. Avoid imposing a rigid return-to-office policy without a clear and compelling rationale. Consider offering flexible work arrangements to accommodate diverse needs and special circumstances. Most importantly, listen. This will be a critical part of developing and managing a successful RTO policy.
Plan Ahead for a Smooth Transition
Develop a comprehensive communication plan that takes into account the human impact of RTO well in advance of issuing your policy. Identify the leaders who will be key in communicating and championing your vision, such as HR, department heads, and managers. Ensure they are prepared to communicate effectively and answer questions with spokesperson training. Outline a clear timeline and messaging strategy to keep employees informed and engaged throughout the process. Issuing policy in a vacuum will cause confusion, anger and resentment, making the situation much more difficult to manage afterwards.
Prepare to Address Challenges
Once the policy is announced, the real challenge begins. No matter how much work you do to prepare employees, there will be negative reactions. Consider how you’ll manage and message issues like employee attrition, resistance and refusal to the new policy, and potential negative media coverage. Your prior conversations with employees should give you insight into how many will react to the plan. A strategic communications plan will allow you to rapidly address any major issues that may arise.
Maintain Open Communication
Foster a culture of open two-way communication. The communication flow shouldn’t stop once employees begin their return to office. Put a mechanism in place to capture employee feedback and review these insights with managers and decision makers who understand the different facets of your business. Avoid stonewalling employees or dismissing concerns. Ensure all leaders are equipped to engage with employees in a constructive and empathetic manner, and to capture feedback appropriately and fairly.
Be Adaptable and Responsive
Monitor the impact of your return-to-office policy on both employees and work production, and be prepared to make adjustments, as needed. If you observe challenges or unforeseen consequences, be willing to reassess and modify your approach. There is no reason to keep an unsuccessful plan in place – and 80% of employers have already regretted return to office mandates. Being open to making return to office as painless and inclusionary as possible. This can help with morale and work output, demonstrates your commitment to employee well-being and shows your willingness to adapt to changing circumstances.
Conclusion
Regardless of your approach, from a communications perspective it’s important to remember that your employees are individuals and will react as such. They will come from diverse backgrounds and have a variety of needs. A successful communications strategy is prepared well in advance, takes into account human feedback, and is designed to address multiple scenarios. The more open your communication, the more likely you’ll be able to address issues when they appear.
Be adaptable and don’t stand your ground if it means damaging your business or going against your mission and principles. Be prepared to adjust and adapt communications on the fly depending on the situation and don’t ignore opportunities for effective, impactful communications with your employees. Implementing or altering in-office policies can be difficult, but communications can help smooth out the process.
If your company is considering a return-to-office mandate, and does not have a comprehensive communications plan in-place, it is a great time to get in touch with a public relations agency to help navigate these waters.